WORK SATISFACTION: WHAT IS THE CAUSE?

WORK SATISFACTION: WHAT IS THE CAUSE?

Kusnanto Darmawan

STIE Widya Gama Lumajang Email: kusnanto.wiga@gmail.com

Abstract

At work one must feel satisfaction in doing so. Job satisfaction can provide a sense of fun and joy in carrying out work, besides maintaining job satisfaction will encourage employees to work with enthusiasm and ultimately will help the company in achieving the desired goals. The purpose of this study was to determine how much influence the motivation, organizational commitment, employee performance and work productivity on job satisfaction of official employees in Lumajang Regency. This study uses quantitative research by looking for associative relationships that are causal. In this study the population was all employees in five offices in Lumajang Regency. The sampling technique used in this study was taken Non Probability Sampling. And the chosen technique is saturated sampling. In accordance with the hypothesis and the objectives to be achieved in the study, multiple linear regression analysis is used. The results of the study said that motivation, organizational commitment, employee performance and work productivity significantly influence job satisfaction of official employees in Lumajang Regency. While simultaneously there is a relationship of motivation, organizational commitment, employee performance and work productivity to job satisfaction of official employees in Lumajang Regency. so that the coefficient of determination of 62% job satisfaction of Lumajang official employees can be explained by variables of motivation, organizational commitment, employee performance and work productivity. While the remaining 38% of job satisfaction of employees in Lumajang Regency is influenced by other variables not examined in this study.

Keyword: Motivation, Organizational Commitment, Employee Performance, Work Productivity, Job Satisfaction

INTRODUCTION

Human Resources is a very important factor, especially for an organization or company. Every government and private organization is required to work faster, effectively and efficiently. For this reason, the Human Resources factor needs to be given top priority in its management so that the utilization is in accordance with what is expected by the organization or company in achieving its stated goals. (Ardana et al., 2012) states, human resources are the most valuable and most important assets owned by an organization because organizational success is largely determined by the human element. Acting as a planner, executor, and at the same time controlling the realization of an organization.

At work one must feel satisfaction in doing so. Job satisfaction can provide a pleasant and happy feeling in carrying out work, besides maintaining job satisfaction will encourage employees to work with enthusiasm and ultimately will help the company in achieving the desired goals (Sudijono, 2013). Job satisfaction can improve employee performance and overall organizational performance (Anugrah, 2014). Job satisfaction refers to an individual's general attitude towards his job. Public servants with high levels of job satisfaction have a positive attitude towards their work, employees who are dissatisfied with their work have a negative attitude towards the job. Each

individual has a different level of satisfaction - different according to the value system that applies to him, the higher the assessment of activities felt in accordance with individual desires, the higher the satisfaction of the activity. Based on these explanations, it can be said that job satisfaction is an evaluation that describes someone's feelings of being happy or not happy, satisfied or dissatisfied at work.

Job satisfaction cannot be separated by work motivation which is often an expectation for employees, an accurate picture of this relationship is that work motivation can lead to high job satisfaction, job satisfaction will be high if the desires and needs of employees at work are met then work motivation will be realized by good. According to (Hasibuan, 2000) motivation is the giving of a driving force that creates a person's work passion so that they want to work together, work effectively, and integrate with all their efforts to achieve the desired satisfaction. Motivation is also a strength, both from within and from outside that can encourage someone to achieve the desired goals.

But job satisfaction can also be due to the size of the compensation given to employees depends on the size of the contribution of energy and thought given to the company (Tohardi, 2002).

Compensation is all income in the form of money, direct or indirect goods to employees in return for services provided to the company. The size of the compensation reflects the status, recognition, and level of fulfillment of needs enjoyed by employees and their families. If the compensation received is higher, the status is getting better, and the fulfillment of the needs he is receiving is increasing. Thus job satisfaction is getting better (Hasibuan, 2000).

The ability of employees to carry out their duties can be seen through their performance, so that employee performance is very important for the success of the company. Employee performance is the output generated by the functions or dimensions of work or profession carried out by human resources or employees within a certain time (Wirawan, 2013). Good employee performance is characterized by the existence of good quality work in completing every job given by the leader in accordance with the specified time and can achieve every target set by the company, as stated by (Mangkunegara, 2013) that performance is work performance or work results in quality and quantity achieved by an employee in carrying out their duties in accordance with the responsibilities given to him. Performance is the quantity or quality of something produced or services provided by someone who does the job (Luthans, 2005). Performance is the result or overall level of success of a person during a certain period in carrying out the task compared with various possibilities, such as work standards, targets or targets or criteria that have been determined previously agreed upon (Basri¸ A. F. M & Rivai¸ V, 2005). Every employee in a company needs to get satisfaction at work which can also have an impact on improving employee performance. (Afandi, 2016) which states that job satisfaction causes an increase in performance, so that satisfied workers will be more productive at work.

With a sense of satisfaction at work, employees will show a good personality in the company, positive performance that satisfies the company and arises a willingness to strive for a high level of work productivity for the benefit of the company, and facilitate the achievement of company goals. Each organization will basically have a different policy on its human resources in order to achieve employee productivity. In the achievement that affects employee productivity there are many factors that affect work productivity, one of which is job satisfaction. The importance of human resources as good management of resources will result in good performance and will result in overall company performance. One measure of success in managing a company is achieving employee job satisfaction. A good working condition is when the employee job satisfaction that occurs is followed by high productivity as well, because it is in accordance with various facts that not all employees with high job satisfaction will produce high work productivity, but it can also happen otherwise. Productivity benchmarks can be seen from employee performance. Thus employee job satisfaction can also affect employee work productivity and the results to be obtained by the organization (Said et al., 2017).

As official service in Lumajang Regency, who is demanded to be able to serve the community with excellence. Official employees must be able to feel themselves satisfied with all the work

they carry. To that end, to find out how much influence the motivation, organizational commitment, employee performance and work productivity on job satisfaction of official employees in Lumajang Regency. So the authors are interested in studying further through research.

RESEARCH METHODOLOGY

This study uses quantitative research by looking for associative relationships that are causal. In this study the population was all employees in five offices in Lumajang Regency. The sampling technique used in this study was taken Non Probability Sampling. And the chosen technique is saturated sampling. In accordance with the hypothesis and objectives to be achieved in the study, multiple linear regression analysis using causal associative relationships is used, which is used to determine the effect of independent variables in predicting the dependent variable in this study (Sugiyono, 2013). Before conducting analysis and testing of influence, the validity and reliability of the questionnaire needs to be done. Then an analysis and test of influence will be carried out using the basic assumption of multiple linear regression that the data must be normally distributed.

After multiple linear regression analysis is carried out then testing the hypothesis is the t test (partial test) and F test (simultaneous test) which is used to determine whether there is an influence between the independent variables (motivation, organizational commitment, employee performance and work productivity) on the dependent variable ( job satisfaction). And which of the independent variables has a dominant dependent variable. Then the determinant coefficient test (R2) is used to determine the best level of accuracy in the regression analysis. The level of forwardness in the coefficient of determination is usually expressed as a percentage.

RESULTS AND DISCUSSION

The results of the classic assumption test related to the normality test show that the data used in this study for the variables of job satisfaction, organizational commitment, culture organization and organizational citizenship behavior is normal. Thus, the assumption of normality can be fulfilled. Likewise, the multicollinearity assumption, the test results show that all variables used as predictors of the regression model show a fairly small VIF value, where all are below 10 and the tollerance value is more than 0.1. This means that the independent variables used in the study do not show the presence of multicollinearity symptoms, which means that all the independent variables in this study are mutually independent variables. Heteroscedasticity test results with scatterplot showed no clear patterns and points spread above and below the number 0 on the Y axis, so it can be concluded that heterokedasticity does not occur. Thus all classic assumptions can be fulfilled.

Multiple Linear Regression Analysis

The results of multiple regression analysis can be seen in table 1 below:

Table 1. Multiple Linear Regression Coefficients^a

Model Unstandardized

Coefficients

Standardized Coefficients

t Sig. Information

B Std. Error Beta

1

(Constant) -9.577 6.657 -1.439 .161

Motivation .543 .143 .568 3.805 .001 Significant

Commitment .994 .513 .295 1.939 .062 Significant

The

performance

.270 .182 .401 2.483 .024 Significant Productivity -.249 .234 -.345 -2.065 .041 Significant F test = 12,231 Sign. = 0,000

R Square = 0,620

Source: SPSS 2020 Processed Data

From the calculation of multiple linear regression using the SPSS for Windows program, the following results are obtained:

Y=-9,577+0,543X1+0,994X2+0,270X3-0,249X4

From the above equation can be explained: a) A constant value of 9.577 indicates that job satisfaction will be equal to 9.577 if the coefficient of the independent variable is equal to 0. b) Motivation coefficient (X1) of 0.543 (positive indicates direct relationship) states that every increase of 1 (one) motivation value will increase job satisfaction by 0.543 and vice versa every decrease of 1 (one) motivation value will decrease job satisfaction by 0.543, assuming the independent variable others are constant or fixed. c) The coefficient of organizational commitment (X2) of 0.994 (positive indicates direct relationship) states that each increase of 1 (one) value of organizational commitment will increase job satisfaction by 0.994 and vice versa every decrease of 1 (one) value of organizational commitment will decrease job satisfaction by 0.994, with assuming other independent variables are constant or fixed. d) Employee performance coefficient (X3) of 0.270 (positive indicates direct relationship) states that every increase of 1 (one) value of employee performance will increase job satisfaction by 0.270 and vice versa every decrease of 1 (one) value of employee performance will decrease job satisfaction by 0.270, with assuming other independent variables are constant or fixed. e) The coefficient of work productivity (X4) of 0.249 (negative indicates unidirectional relationship) states that every increase of 1 (one) value of work productivity will decrease job satisfaction by 0.270 and vice versa every decrease of 1 (one) value of work productivity will increase job satisfaction by 0.270, assuming other independent variables are constant or fixed.

T Test Results (Partial)

Based on table 1. it can be concluded as follows: 1) Effect of Motivation (X1) on Job Satisfaction (Y). Obtained t value of 3.805 with a significant level of 0.001 means t arithmetic (3.805)> t table (1.69236) and significant (0.001) <α (0.10) then the hypothesis is accepted and concluded motivation (X1) influences job satisfaction (Y). 2) Effect of Organizational Commitment (X2) on Job Satisfaction (Y). Obtained t value of 1.939 with a significant level of 0.062 means t arithmetic (1.939)> t table (1.69236) and significant (0.062)> α (0.10) then the hypothesis is accepted and concluded organizational commitment (X2) influences satisfaction work (Y). 3) The Effect of Employee Performance (X3) on Job Satisfaction (Y). Obtained t value of 1.483 with a significant level of 0.148 means t arithmetic (2.483)> t table (1.69236) and significant (0.024) <α (0.10) then the hypothesis is rejected and concluded organizational performance (X3) has no effect on job satisfaction (Y). 4) Effect of Work Productivity (X4) on Job Satisfaction (Y). Obtained t value of 1.065 with a significant level of 0.295 means t arithmetic (2.065)> t table (1.69236) and significant (0.041) <α (0.10) then the hypothesis is rejected and concluded work productivity (X3) has no effect on job satisfaction (Y).

F Test Results (Simultaneous)

Based on table 1. It can be seen that the test results obtained a calculated F value of 82.274 with a significant level of 0.000 means that F count (12.231)> F table (2.68) and significant (0,000) <α (0.10) then the hypothesis is accepted and concluded there the influence of motivation, organizational commitment, employee performance and work productivity on job satisfaction of official employees in Lumajang Regency.

Results Coefficient of Determination (R²)

Based on table 1. Obtained the coefficient of determination (R Square) of 0.620. This means that 62% of job satisfaction of service employees in Lumajang Regency can be explained by the variables of motivation, organizational commitment, employee performance and work productivity. While the remaining 38% of job satisfaction of employees in Lumajang Regency is influenced by other variables not examined in this study.

DISCUSSION

First Hypothesis

This discussion is related to the results of testing the first hypothesis which states that motivation, organizational commitment, employee performance and work productivity have a significant positive effect partially on job satisfaction of official employees in Lumajang Regency. The results showed that the significant effect on job satisfaction of official employees in Lumajang Regency was motivation and organizational commitment, while the variables namely employee performance and work productivity did not affect the job satisfaction of official employees in Lumajang Regency.

The influence of motivation on job satisfaction. Based on the results of the hypothesis test, it is evident that motivation has a positive and significant effect on job satisfaction. This means that the better motivation given to employees, employee job satisfaction will increase. In this study, motivation is seen from five levels of needs, namely physiological, security, social, appreciation, and self-actualization. Social needs, a sense of security, and physiological needs are the highest indicators of employee motivation, especially the family atmosphere at work, transportation facilities to the workplace and the provision of attendance money and performance allowances have an impact on employee job satisfaction. This condition is shown by the high level of employee job satisfaction, especially related to the work itself and payment. The better the atmosphere of kinship at work, transportation facilities as well as the attendance money and performance allowances provided by the organization causes employees to be more satisfied with their current work. The results of this study support research conducted by (Faysica et al., 2016), (Saputra & Rahyuda, 2018), (Arrizal, 2003), (Rozzaid et al., 2015) which states that motivation has a positive effect on job satisfaction.

The results of this study prove the theory of organizational commitment proposed by Luthans, where organizational commitment can affect employee job satisfaction and have a relationship with the level of employee job satisfaction. In addition to proving the theory of organizational commitment proposed by Luthans, this study proves previous research conducted by (Teresa & P, 2017), explains that affective commitment, continuance commitment, and normative commitment are positively correlated with job satisfaction. These independent variables have a significant effect both partially and simultaneously. In my research partially, only organizational commitment influences job satisfaction, job satisfaction of officials in Lumajang Regency because organizational commitment is an attitude that reflects the extent to which an individual knows and is bound to his organization. An individual who is highly committed will likely see himself as a true member of the organization (Moorhead & Griffin, 2013). Where someone who joins the organization certainly brings the desires, needs and past experiences that shape work expectations for him, and together with his organization trying to achieve common goals. To be able to work together and perform well, an employee must have a high commitment to the organization.

Employees who are committed to the goals of the organization will feel confident and believe that the values and goals of the organization are in line with the expectations of employees so that job satisfaction appears. For this reason, the clarity of objectives and policies adopted by the organization is a very important factor and needs to be applied properly and correctly so that employee commitment to the organization can grow.

Based on the results of these calculations it is known that the effect of employee performance is not significant on job satisfaction of official employees in Lumajang Regency. This shows that in assessing employee performance is one method that can be used by companies to find out and assess how much employee job satisfaction will work and work environment. The reason for the assessment is to increase the level of job satisfaction of employees by giving recognition of the results of their work (Hasibuan, 2000). Employee job satisfaction assessment will be understood through individual attitudes towards the work done, the more aspects in the work that are in accordance with individual desires, the higher the level of perceived satisfaction. In addition, this is also evidenced by the results of research conducted by (Wijaya, 2018), namely the existence of an effective performance appraisal system is expected to increase employee job satisfaction which directly influences company performance and employee career development.

The results of this study indicate that work productivity has no effect on job satisfaction of official employees in Lumajang Regency. According to Paul Mali in (Sedarmayanti, 2009) argues that

"productivity is how to produce or improve goods and services as high as possible by utilizing resources efficiently". Therefore productivity is often interpreted as the ratio between output and input in a certain time unit. Human resources are active capital which has a central role in increasing productivity and one of the main factors that drives the operation of the company. As stated by (Basri¸ A. F. M & Rivai¸ V, 2005) that the individual will feel satisfaction, if he experiences things as follows: a. If the results or rewards obtained or obtained by the individual are more than expected. Because each individual has a personal target. If motivated to get these targets, they will work hard. Achieving the results of hard work will make individuals feel satisfied. b. If the results achieved are greater than specified. If individuals get results that are greater than the standards set by the company, then the individual has high productivity and deserves appreciation from the company. c. If what is obtained by employees in accordance with the requirements requested or added with extra fun that is consistent at any time can be improved at any time. The same thing was stated by (Ivancevich, 2001) which states that employees who have high work motivation and are satisfied in working will work with full concentration, avoid absenteeism, so that their work performance and productivity will increase. Even according to (Lawler III, 1973) states that productivity is a function of job satisfaction which, if symbolized in the function equation is Productivity = F (Job Satisfaction).

Second Hypothesis

This discussion is related to the results of testing the second hypothesis which states that motivation, organizational commitment, employee performance and work productivity have a significant positive effect simultaneously on job satisfaction of official employees in Lumajang Regency. The results showed that motivation, organizational commitment, employee performance and work productivity had a significant positive effect simultaneously on job satisfaction of official employees in Lumajang Regency.

The results of this study are consistent with previous studies conducted by (Mus et al., 2017), (Parimita et al., 2014), where simultaneous research indicates that there is a significant positive effect between motivation, organizational commitment , employee performance and work productivity towards job satisfaction of official employees in Lumajang Regency.

Why simultaneous motivation, organizational commitment, employee performance and work productivity have a significant positive effect simultaneously on job satisfaction of official employees in Lumajang Regency. While partially only employee performance and work profitability variables have no effect? This can be explained however that in principle employees in the office need a figure of a leader who can lead and protect employees in the service environment. Where leaders must be able to provide job satisfaction to employees. Leaders must also be able to grow employee commitment and leaders must also be able to motivate employees.

If all of that is achieved it will naturally form good employee job satisfaction.

Therefore it is suggested to keep paying attention to motivation, organizational commitment, employee performance and work productivity in the office so that the job satisfaction of service employees in Lumajang Regency can be even better.

CONCLUSION

Based on the results of the research and discussion described above, several conclusions can be drawn as follows: a) Motivation and organizational commitment have a significant effect on job satisfaction of official employees in Lumajang Regency, while other variables namely employee performance and work productivity do not affect job satisfaction official in Lumajang Regency. b) Motivation, organizational commitment, employee performance and work productivity have a significant positive effect simultaneously on job satisfaction of official employees in Lumajang Regency.

LIMITATIONS

The limitation of this research is that it only examines motivation, organizational commitment, employee performance and work productivity towards employee job satisfaction, therefore for further researchers it is recommended to conduct research that examines other variables that can affect employee job satisfaction. Considering the respondents studied were different in character from human resources in the department.

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